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| Criterion |  Operations Waste Analysis |  Operations PDCA Cycle |  Operations Kaizen Event |  Operations DMAIC |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. |
Complexitydifferent | Low | Low | Medium | High |
Timedifferent | 45-120 min | 1 h bis mehrere Wochen | 0.5-5 Tage | 2-12 Wochen |
Participantsdifferent | 2-8 | 1-8 | 4-10 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Project Charter, Measurement Plan, Cause Analysis, Control Plan |
Tagsno overlap | WasteLeanProcess improvement | Continuous improvementLeanExperiments | LeanContinuous improvementOperations | Continuous improvementQualityProcess improvement |